role model - pdo doc... · 2017-08-08 · future at pdo, ... you achieved you’re such an enabler...

The monthly newsletter for Petroleum Development Oman staff and its contractors

Issue - 459 July/August 2017

ROLE MODEL02 A NEW WAY OF WORKING09 LAUGHING AND LEANING 13 PAST MASTERS

BUILDING ABRIGHTERFUTURE

www.pdo.co.om

At PDO, we draw our inspiration from His Majesty’s vision for sustainable development in Oman. This is why our long-term strategy focuses on optimising the retention of oil and gas revenue in-country, as well as enhancing the opportunities and capabilities of Omani workforces and enterprises. This year, we at PDO celebrate the 50th anniversary of the first Omani oil export and the 80th anniversary of PDO’s foundation - and we re-dedicate ourselves to the building of an even brighter future for our beloved nation and its people.

Petroleum Development Oman @pdo.oman @PDO_OMPetroleumDevelopmentOmanPDO PDOChannel

Warm felicitations to His Majesty Sultan Qaboos bin Said

and the people of Oman on the occasion of the47th Renaissance Day

First WordDear Colleagues,

I sincerely hope you and your loved ones all had a safe and happy Eid Al Fitr, full of peace, goodwill

and joy.

As you know, we have also been celebrating our 50/80 double anniversary throughout the year,

and this summer’s Al Fahal is a bumper edition, containing a special supplement devoted to this

historic milestone: 50 years since the first export of Omani oil and 80 years since the inception of

the Company.

The supplement contains reflections from PDO people past and present, but one thing all the

contributors have in common is a genuine sense of pride in being part of the PDO family, of what

has been achieved in the past and what can still be achieved if we all continue pulling in the same

direction.

There are some great examples of such teamwork in the main edition, not least the sterling efforts

by our Central Project Delivery, RHIP and Information Management and Technology teams to

promote safety.

Likewise, the ongoing and outstanding collaborative efforts to deliver In-Country Value, also

featured in these pages, underline once again how much PDO has done to support training and

employment opportunities for Omanis, foster the development of our Super Local Community

Contractors and build a robust local supply chain.

This magazine also showcases the energy and enthusiasm of the Saih Nihayda gas cluster for

Lean which has brought palpable benefits to the way staff work and the value they create for the

Company and the country. There is more evidence of PDO’s Lean excellence in action with the

report on the achievement of our Procurement team to slash the procurement cycle time from 82

days to 56 days.

Last but not least, I’d also like to draw your attention to the Staff In The Spotlight interview with

the latest winner of the Dr Abdulla Al Lamki Award for Developing Talent (DALTA), Abdulnabi Al

Balushi. Throughout, Abdulnabi clearly demonstrates his passion for mentoring and counselling

his colleagues and also has some valuable tips for motivating and inspiring staff to give their best.

He is a fantastic example of PDO’s commitment to develop talent and his award is well deserved.

Raoul Restucci

Managing Director

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Ruqaia Al Aufi

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PHOTOGRAPHY

Requests for photography should be directed to the photographer Mohammed Al Abri, Tel 24676648. Please note that the photographer’s primary role is in providing a corporate, as opposed to departmental service. When a request for photographic services is judged unsuitable for Al Fahal, contacts for other photographers will be given.

COPYRIGHT

Please note that no part of Al Fahal may be reproduced without the written permission of PDO. Organisations wishing to reproduce articles contained within this issue should contact the editor.

Phone: 24673977Email: [email protected]

01 06 09

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Contents

01- IM&T Team Awarded Safety Shield

01- People Survey Charity Windfall02- Introducing New Ways Of

Working03- CPD: Boosting Contractor

Safety04- Staff In The Spotlight05- A Super Workshop05- Logistics Learning For Students06- Good Work!07- Accelerating Procurement

08- Boosting Asset Integrity09- Laughing And Leaning10- RHIP Safety Bazaar11- Supply Chain Savings11- A Joyous Occasion12- PDO-Backed Scaffolding

Factory Opens In Sohar12- Scaffolding Support13- Past Masters

1 Al Fahal | July/August 2017

A total of RO 6,738 has been handed over to charity after PDO donated one rial for each completed People Survey in 2016.

A record participation rate of 80.1% led to the bumper contribution to the Early Intervention Association for Disabled Children, which was selected as the beneficiary in a staff poll.

To mark the fund-raising effort, People and Change Director Ibtisam Al Riyami presented a certificate of recognition to Association Chief Executive Officer Sabah Al Bahlani.

IM&T HSSE and Risk Analyst Abdulaziz said: “It is a commendable achievement and could only have been achieved by aligning all the staff and contractors towards a safe working environment.

“Being second after the Geomatics department (which has achieved more than 35 years without an LTI) is not an easy achievement!”

IM&T Manager Faiza Rahmatullah ended the session thanking each and every member of the IM&T team for their commitment, due diligence and dedication to ensuring that safety remains the number one priority.

She added: “This is such a significant and a remarkable HSE accomplishment! I strongly encourage all of you to sustain this great milestone for years to come.”

The Information Management and Technology (IM&T) department has celebrated an outstanding safety record of 17 years and 17 million manhours without a Lost Time Injury.

Managing Director Raoul Restucci presented a safety shield to IT security specialist Abdulaziz Al Ghaithy and told staff: “You should be very proud of what you have achieved. Beyond what you achieved you’re such an enabler for the Company.

“Yes, you achieved 17 years and 17 million manhours LTI-free, but actually you achieved far more than that.

“Your tools, your systems, your architecture, and your platforms are making a huge difference to increase our safety across our operations.”

The IM&T team provides core IM&T services to all locations throughout the PDO concession

IM&T Team Awarded Safety Shield

PDO News

area. These services, especially in the Interior, require staff to physically attend to customer needs and this means driving long distances, especially when the rigs are in remote locations.

Staff and contractors also have to work at great heights and in manholes. In addition to that, they are exposed to battery rooms, labs and data centres, and face many other hazards in their day-to-day operations.

New Infrastructure Director Badar Al Kharusi said: “It is your due diligence and all the good work and the focus we pay on HSE. Celebrate the moment and let’s not lose the focus.”

The IM&T department rigorously conforms with HSE processes and procedures, and team leaders visit Interior locations on a rotational basis to ensure ongoing vigilance and compliance.

People Survey Charity Windfall

Al Fahal | July/August 2017 2

PDO News

Modern technology has transformed the world into a much smaller place where staying connected-whether professionally or personally - has never been easier.

PDO’s new Maktabi (My Office) trial is being launched to seize this opportunity for a “smarter”, more agile working environment.

The initial pilot will involve a sample population of 16 employees from the Finance and People and Change Directorates, who will be offered the flexibility of working from home and using an office hub in Seeb to reduce travel time to and from Mina Al Fahal.

The group was selected following an evaluation of those roles which may not necessarily require a constant direct physical presence in the office.

The official launch date for the trial was 3 July

Introducing New Ways Of Working

and is expected to expand in scale and scope with more hubs and employees, and continue to for one or more years.

During the pilot, the Maktabi project team will be testing the agile working concept, and observing and understanding employee and supervisor interactions and behaviours. At the same time, they will promote effectiveness through Leader Standard Work, and ensure that the quality of performance and delivery are not compromised.

Managing Director Raoul Restucci said: “Virtual and pervasive connections provide us with the opportunity to increase efficiency and effectiveness in how we work, whilst enhancing our employee value proposition.

“(However), the pilot is not about technology,

but trust, collaboration and effective teamwork, whilst ensuring a supporting and developing environment.”

And People and Change Director Ibtisam Al Riyami added: “It will also give us a better understanding of the required cultural shift in PDO to enable these working arrangements.”

The project team - comprised of Corporate Real Estate, IT Infrastructure, Security and PCD staff - are working together in close partnership to help ensure that the pilot guidelines and necessary infrastructure support are in place in a secure environment to enable a successful trial.

A dedicated Human Resources Business Partner has also been assigned as focal point to connect with pilot employees on a regular basis throughout the project and help support and address any challenges or issues which may be experienced.

Furthermore, regular surveys are planned with the aim of measuring the success of the pilot and this information will help to evaluate the longer term benefits and sustainability of introducing greater work location flexibility.

Research shows that agile working practices can provide the following benefits:

Contribute to a culture of Diversity and Inclusion by allowing greater flexibility based on employee personal circumstances

Increased productivity of time, energy and empowerment

Improved attraction/reduced turnover through a better work-life balance

Increased emotional loyalty

Reduced travel downtime and traffic, not least exposure to road traffic accidents.

A typical agile working office hub


The Central Project Delivery (CPD) team has ramped up its approach to safety by conducting regular contractor HSE forums and leadership HSE visits to worksites.The aim of the senior level engagements is to discuss HSE performance and areas of concern, as well as share and implement good workplace practice through an open and honest dialogue.The approach has demonstrated that CPD leadership is prepared to take time out to focus on HSE issues and enhanced the partnership with key contractors.CPD Manager Shihab Barwani and members of his extended leadership team participate in the quarterly contractor HSE forums and leadership HSE site visits. They are joined by senior management representatives from the contractor side.The coastal sessions feature an overview of how CPD, which oversees strategic projects valued at US$50 million and above, is performing in HSE across the portfolio of projects. This includes lessons learned and trends from incidents and audits, observations from leadership HSE site visits, and areas of focus for improvement such as:• Construction site safety• Near miss reporting • Worker welfare • In-Vehicle Management System

implementation• Commuting.The contractors, currently including CCC, Galfar, Al Turki, Arabian Industries and Larsen & Toubro, give a summary of their HSE performance over the quarter, and share examples of their good practice and of the progress they have made

CPD: Boosting Contractor Safety

PDO News

in implementing improvements from previous forums.The forums conclude with agreement on those good practices that have been presented to be adopted by all the contractors. Examples that have been selected for implementation include:1. Adopting linked-arm tool box talk circles

to increase interaction and the sense of collective care for each other.

2. Involving frontline worker representatives in developing hazard and effect management process (HEMP) assessments for activities.

3. Using safety plays/sketches at gate meetings/tool box talks to communicate HSE issues and incident lessons learned.

4. Providing mobile training buses (for projects with large sites/worker numbers).

5. Establishing a practical scaffolding/working-at-height training area.

6. Displaying broken/damaged tools to explain what workers need to be aware of.

7. Identifying new employees e.g. colour-coded hard hats, overall armbands.

8. Ensuring rest days are implemented for catering staff.

9. Using existing Permit Holders to train others for the role.

10. Colour coding to indicate periodic inspections have been conducted on hoses for pneumatic equipment.

11. Erecting hard barriers at permanent bus stops to protect personnel.

The forums are complemented by the CPD Leadership HSE Site Visit programme, involving members of the CPD extended leadership team, including personnel who might not otherwise go to the Interior, such as Finance and Contracting

and Procurement staff. Project managers from one project will visit another Project’s site to increase cross-learning. Sites are visited twice a year, and while there, CPD representatives visit the accommodation camps, workshops and industrial areas as well as the main on- and off-plot construction areas. CPD HSE & Sustainable Development Manager Jane Alcock said: “The visits are a way to increase leadership visibility at the worksite, to see with our own eyes what is happening, to talk to frontline workers and get their feedback on how HSE and welfare are being managed. They enable us to demonstrate to our contractors that we are taking an active interest in HSE at senior levels and also provide an opportunity for our leaders to develop their skills and HSE awareness.

“We engage with the workforce in many different ways. There are one-on-one discussions with frontline workers and we also join group activities like tool box talks and driver forums. Sometimes, we participate in “gate meetings” where the whole site workforce is gathered. Over the course of a year, thousands of individual workers from our contractor partners will encounter a CPD leader at their site in some way.“The success of our leadership HSE engagements can be felt when you visit our construction sites. The contractors better understand our expectations and know that we will actively hold them to account if they fall short. Also, everybody recognises that we are in it together and we must work together.”Oil and Gas Portfolio Manager Said Maktoomi said: “A lot of learnings have been taken from one contractor and shared with others. This has resulted in an excellent improvement in contractor HSE behaviours, ways of working and the welfare of site personnel.”

We engage withthe workforce in many

different ways

• See page 10: RHIP Safety Bazaar


Staff In The SpotlightAbdulnabi Al Balushi(Engineering Function Mechanical Lead and DALTA Winner)What is your background at PDO? I have over 30 years of experience in the oil and gas industry, ranging from field technician to Mechanical (Static) Corporate Function Discipline Head (CFDH), a position I have occupied since 2008.I have faced many challenging tasks, including enhancing the reliability of equipment and introducing new technology, like turbo expander magnetic bearings and KMC bearings for solar compressors. I was also one of the key players in setting up the PDO FEED (Front End Engineering Design) Office.What is involved in your current job?Currently, I have two key roles, as Mechanical Static CFDH and FEED Office Mechanical Static Piping/Pipeline/Material Discipline Lead.In the first role, I lead a function team comprising Technical Experts and Subject Matter Experts, extending technical support to PDO assets, operations and projects. I am also involved in company standardisation, flawless engineering, vendor/contract management, reviewing and approving technical derogation, trouble shooting, root cause analysis of Tier-1 process safety incidents and driving ICV implementation. Moreover, the major challenge facing everyone in PDO is how to significantly reduce engineering and execution costs without compromising quality and integrity. In this regard, I have been working to revise company standards to facilitate easier procurement with less engineering involvement and minimise any over-specification.For the past four years, I have worked to create and promote the ICV opportunities for local companies to produce some key, high-demand mechanical products, which is another way of promoting local talent. We have established 100% in-country products like flare systems, multiport selector valve (MSV) skids and chemical Injection skids, and established a frame agreement for setting up valve manufacturing units in Oman within the next three years.As FEED Office Mechanical Lead I have been responsible for ensuring the robust and flawless delivery for FEED and Detailed Design (DD)

projects in compliance with the Discipline Controls and Assurance Framework and stakeholder requirements. I have set up a world-class Mechanical Static FEED Office team which is able to deliver the best engineering practice and has all the know-how and technology to execute the FEED and DD oil and gas projects. How did you feel when you were announced as the DALTA winner?I felt great and honoured and believe all who were nominated are winners. I remembered His Majesty, who is my role model and has inspired me all the way on how to enhance the skills of people and motivate them for the betterment of our nation.I dedicate this award to all those who are continually and arduously devoting their efforts to develop Omani talent. Thank you to everybody who helped me achieve this great honour and privilege.Alhamdulillah, I always believe that, if we do our duty from our heart, success will follow. I was really moved by the people who voted for me, showing their appreciation in such a wonderful way. It reflects the team support I have had to develop talent. It motivates me to work even harder to develop the talents and the skills of each individual, which is a real wealth for our nation.How important is developing talent?It is like providing a strong, appropriate, reliable foundation for a high-rise building. Motivating and developing individual talent is my passion and has been my ambition since my career started in PDO. It is essential both to the Company as well as the country to promote ourselves and to attract the world towards us. Every young Omani engineer has abundant talent but needs a proper guide, motivation and opportunities. As Mechanic Static CFDH I have set a goal and task that, by 2020, I will have at least 80% of Omanis in my discipline. I want these Omani experts to not only support PDO business but also Omani business needs, to multiply the spread of such talents across the Sultanate.How do you make time for developing talent?I have established a structured, in-house development programme - Mechanical Static Piping Omani Graduate Engineer Training

(MSP-OGET). As well as supporting Graduate Development Programme progression, it will enable Omani graduate engineers to acquire the required specialised engineering and design skills to bring them to technical authority level -3 (TA-3) within three years.Some of the Omani graduate engineers who have undergone this training programme have been moved to the asset and the Central Project Delivery team and attached to expert engineers to enhance their engineering competency to skill level.Every half year, I personally monitor and assess the progress of each Omani development engineer and enhance their personal development programmes accordingly. I have an open office culture where anyone can meet me at any time if they need any technical expertise advice, and I also encourage our experts to conduct technical workshops regularly to share and update staff on the latest technology and developments introduced in the oil and gas sector.What are your tips for developing talent?First, identify the strength and weakness of the individual and establish the development goals according to their strengths, not on their weaknesses. Establish a platform where the individual gets the right training support and subsequently create opportunities for each individual to take up the responsibilities and accountability of what they are assigned to do. There should be a no-blame culture and we should motivate and appreciate them whenever they accomplish their tasks. Also, it is important to be patient and allocate some time to interact with individuals regularly.What are the common mistakes that are made when people try to develop talent?Generally, people do not correctly identify the potential of each individual or provide the complete working exposures and responsibilities in the early years of an engineer’s development. Poor communication and lack of interaction are other common problems. Sometimes, people are assigned to tasks where they have little interest and this might result in demotivation and underperformance.Who has inspired you during your career?There are a number. Former Oil South Director Suleiman Al Tobi showed me how to inspire people through the right interaction and be patient while listening to other opinions. Former Deputy Managing Director Dr Abdulla Al Lamki (after whom the DALTA is named) also guided me on how to take the right decisions at the right time and motivate others. I also owe a lot to our current Technical Director Amran Al Marhubi, who inspired me to emphasise the drive for meticulously saving costs at each and every opportunity.What are your plans for the future?I’d like to develop more large-scale ICV programmes, for example, aiming for 80% of mechanical static products to be made in Oman. I’d also like to set up engineering development programmes for each mechanical static core area which would be open to all mechanical static engineers across Oman.After retirement, I have a plan to work as a visiting scholar in many of our Omani universities and provide the required technical information and materials for students who are interested in joining the energy sector.

PDO PeopleIf you know of a good subject for Staff In the Spotlight, please contact [email protected]


ICV Technical Lead Dr Abdullah Al Abri presented opportunities, including the design, engineering, construction, commissioning and operation of renewable energy facilities; and Industrial Estates Project Lead Amroo Al Hinai outlined other potential areas of interest, including the construction and operation of logistics infrastructure, such as workshops, warehouses and service yards in two planned PDO industrial estates in Qarn Alam and Marmul.Dr Hamoud Al Tobi, CEO of Al Shawamikh, said: “We thank PDO for organising such an important workshop to discuss diversification opportunities for SLCCs to expand into other sectors.“With the current challenges in the oil sector and the vital need to ensure SLCC sustainability in the long-term, investment diversification becomes a strategic move. However, it requires a realistic approach and proper feasibility evaluations, and we in Al Shawamikh look forward to follow on the outcome of this fruitful workshop.”

Mundhir Al Barwani, CEO of Al Haditha, said: “Great thanks to the organiser (PDO) for bringing together the four SLCC companies and all these opportunities in one venue. Our expectation is to explore individually or collectively, how we can materialise the diversification opportunities.”The event was the latest in a string of workshops staged by PDO to boost SLCC capability and revenue.

PDO has staged a high-level workshop in co-operation with the Centre of Economic Studies on new investment opportunities for Super Local Community Contractors (SLCCs).The Company set up the Omani community-owned businesses in 2011 to provide core oil and gas services including hoist operations, wellhead maintenance and flowline replacement in its concession area.The workshop, held under the auspices of His Excellency Dr Mohammed Al Rumhy, the Minister of Oil and Gas, was staged to help them diversify their business into other sectors such as tourism, manufacturing, logistics, mining and renewable energy.Both PDO and Orpic also showcased further opportunities in the oil and gas industry which the SLCCs could exploit to sustain their business growth and diversification.The four SLCCs established by PDO – Al Baraka, Al Shawamikh, Al Haditha and Al Sahari – have grown and now have 9,380 shareholders drawn from their own communities and a capital value of RO 23.2 million. They also employ more than 900 Omanis from helpers through to chief executive officers.

A Super Workshop

PDO News

Addressing SLCC CEOs and senior executives at the Grand Millennium hotel in Muscat, Managing Director Raoul Restucci said: “Now is the time, like PDO, for SLCCs to look beyond their natural boundaries and consider how they can contribute to, and benefit from, the diversification of the national economy – a pressing priority not only because of the present economic circumstances but also for the long-term sustainable development of the nation.“SLCCs have demonstrated the know-how, ability, willingness, adaptability and agility to progress and help Oman prosper and I now call on you to further embrace change and seize the chance to move to the next level.”Ahmed bin Said Kashob, from the Centre of Economic Studies, welcomed the gathering and there was a presentation from Dr Saeed bin Mohammed Al Saqri, President of the Omani Economic Society, on the current state of the national economy, which underlined the need for the Sultanate’s economy to move away from a reliance on oil. Ghaleb Saeed Al Maamari also highlighted the work of the Tanfeedh Support and Follow-up Unit on the initiative to enhance economic diversification.

The Logistics department has hosted a group of students from Sultan Qaboos University to give them an insight into its work.The team, led by the Logistics Skill Pool Manager Salim Al Yahyai, was taken for a day-long trip to Fahud where they witnessed key operational activities such as warehousing, cargo haulage, fleet management and 4PL (fourth party logistics).The 14 students, aged 20-22, were provided with an in-depth understanding of what it takes to ensure that the right orders are delivered to the right customers, so that the Company delivers the ultimate goal of producing oil and adding value to Oman.

Logistics Learning For Students

The event was organised in line with the goal of nurturing local talent and exciting their curiosity about the field of logistics which is a key focus area of the “Tanfeedh” initiative for enhancing economic diversification.Logistics Manager Sulaiman Al Shaqsi said: “We are proud to provide such opportunities to our future generations and we hope to bring in great talent from within the country which can take this Company and our nation to the next level.

“Our aim is to conduct more such events in future and provide opportunities to students from other universities and colleges in Oman.” Salim said: “The students were very thankful and enthusiastic about coming back to PDO in the future as interns and full-time employees. The SQU management also showed great appreciation and thanked PDO for arranging the trip.”


PDO News

PDO has marked the graduation of 420 young Omanis from Company-sponsored training schemes to take up full-time employment.A celebration event was held at Muscat’s Grand Millennium hotel to honour their success under the auspices of His Excellency Dr Mohammed Al Rumhy, Minister of Oil and Gas.The jobseekers have qualified to work in a wide variety of trades, including construction supervisors, welders, safety officers, electricians, scaffolders, pipe fitters, mechanics, metal sheet

Good Work!fabricators, heavy goods vehicle drivers and occupational health and safety technicians.The trainees were the seventh batch to graduate from the National Objectives programme which has created around 30,000 job, training and redeployment opportunities for Omanis since it was launched in 2011.The Company is targeting the creation of 50,000 such opportunities in the next three years in close consultation with the National Training Fund and has been actively working

with partners beyond its natural boundaries, including aviation, real estate, fashion and hospitality as part of the ongoing effort to diversify the Sultanate’s economy.External Affairs and Value Creation Director Abdul-Amir Al Ajmi said: “This is another landmark moment for our National Objectives programme and our ongoing commitment to generate employment opportunities across the entire economy.“I congratulate all those young people who have shown the commitment and diligence to succeed in their training so that they can now go on to build rewarding careers and contribute to Oman’s future success.“I would also like to thank all our partners, including the Ministry of Oil and Gas and Ministry of Manpower, our contractors and all those involved in the training programmes for supporting this noble cause.“The success of these young people once again shows that, despite the low oil price environment, PDO is determined to stay the course on its key priorities, not least developing Omani talent, diversifying the economy and driving employment.”The graduates underwent training lasting up to 18 months with the National Training Institute, the Institute of Technical Training Services, the Technical and Administrative Training Institute and the Dalma Training Institute.They will work with 24 PDO contractors, both in the oil and gas sector and other industries, including Bahwan Engineering Company, Drake & Scull, Adhi Oman, Arabian Supply and Contractors, Power Tech, Al Turki Enterprises, Mud Industries, Oman Fiber Optic, Techno Gear Industries and Najed Al Ahliya.Abdul-Amir said: “Our National Objectives programme is based on training jobseekers for skilled positions with low Omanisation levels but a high industry demand, so that they can forge good careers in their chosen area, and work either in the Sultanate or abroad.”For future batches, PDO will be launching an award for the best trainee, best trainee employer and best training institute to further recognise and motivate those participating in the programme.• See page 12


PDO News

Accelerating ProcurementPDO’s procurement cycle time has been slashed from 82 days to 56 days as a result of Leaning the process, focused efforts from buyers and collaboration from asset Maintenance Support teams.The 32% reduction covers the time from release of a purchase requisition (PR), followed by the issue of a manual request for quote (RFQ) to vendors and then of a purchase order (PO).PDO procures 25,000 items valued at US$1.2 billion annually via two internal and 13 external procurement teams.Traditionally, the Company has used two procurement channels to buy materials:1. The manual RFQ channel which involves

the placement of orders after soliciting bids from vendors, and

2. The automation channel which involves automated orders being released based on frame agreements which have been established upfront with select vendors for specific items.

Whilst automation enables PDO to release POs within hours of material requests being issued, the cycle time for RFQ orders is too long compared to best-in-class organisations. A long PR to PO cycle time can mean materials arriving late for work, leading to the following risks:• Deferment in oil production and consequent

revenue loss• Delays to projects and cost overruns• Hold-up in maintenance activities possibly

impacting process safety• Reduced ability to bring aggregated

requests to the market.The RFQ procurement process starts from the time a PR is released by the user and ends when a PO is placed with a vendor. This time is called the PR to PO cycle time and is the foremost indicator of a procurement function’s effectiveness and efficiency in ordering materials.The PR to PO cycle time improvement initiative was launched towards the end of 2015 to address the long cycle time issues in manual ordering. PDO’s overall manual PR to PO cycle time baseline was 82 days against a 2020 target of 28 days.This target was further broken down into 60 days and 50 days for 2016 and 2017 respectively. The entire PR to PO process was analysed in multiple workshops to understand and identify the issues causing delays. The following major actions emerged, amongst many others, and were planned for implementation by the Procurement team in the Finance Directorate:

Throughout 2016, both internal and contractor procurement teams diligently worked on the short-term actions and succeeded in reducing the overall PDO (manual) PR to PO cycle time from 82 to 60 days, a 30% improvement, meeting the stiff target set for 2016. More recently, in January and February this year, it has been further reduced to 56 days as the teams now target 50 days for 2017.Functional Procurement Lead Rajeev Dekate said: “Kudos to the asset Maintenance Support teams - ONO6/OSO6/OGO6 - who offered outstanding support to buyers in this endeavour, in terms of providing clarifications and turning around technical bid evaluations quickly.” This achievement is all the more significant considering that procurement automation dropped from 58% to 46% in 2016, resulting in a larger quantity of manual procurement activities.

The below infograph indicates the sustained cycle time improvement achieved in the last 18 months.

• For more information, you may contact Sabah Namaany (FPPB4), Jalanad Busaidi (FPP23) or Rajeev (FPP1).

Short -Term Actions

• Create weekly data sets per buyer• Increase visibility to enable faster action• Weekly meetings within procurement• Distribute work load dynamically• Aggregate multiple material requests • Implement repeat PO process across

PDO• Reduce the number of technical bid

cases• Accelerate technical bid evaluation

with Asset teams• Run two Lean projects to identify root

causes• Training on the new supplier relationship

management (SRM) system• Embed SRM knowledge in buyer

teams• Engage Corporate Function Discipline

Heads (CFDHs) upfront on technical items

• Receive timely assistance from asset Maintenance Support teams

Long -Term Actions

• Create systemic improvements and develop new functionalities in SRM workflow to enable faster RFQ processing

• Accelerate automation potential so as to reduce manual RFQ procurement

• Reorganise procurement teams by product categories and enhance the technical capability of buyers

• Implement minimum requirements for PR

• Re-configure Approved Vendors for Materials and Equipment (AVMEs) businesses in the SRM system to facilitate easy selection during the RFQ creation process

• Outsource low value & high volume (LVHV) procurement


PDO News

Operations Director Khamis Al Busaidy has championed Lean as a means of running an effective and efficient Asset Integrity-Process Safety Management (AIPSM) regime.He elaborated on a number of key Initiatives that PDO has successfully embarked on and made significant savings without compromising on the Company’s high safety standards.And he insisted on the importance of closer collaboration with contractors to optimise costs and entrench safer working practices.

Giving his keynote speech to the 12th Annual Asset Integrity Management Summit in Muscat, Khamis said: “My own view, and that of PDO, is that there are some things which are so important that you just cannot make any compromises. Asset integrity is one of those. “It is a cornerstone for our future success and underpins the wellbeing of our staff, contractors, communities, environment and assets. So slashing AI programmes, even in a time of retrenchment, is very much a false economy; a viable AIPSM programme is actually good business.“So rather than hiding behind the need to economise, cutting corners, and adopting a reactive approach to AI, we have decided to aggressively drive continuous improvement by eradicating standards and systems that waste money and time, while concentrating our energies and resources proactively on the critical facets of asset integrity – both hardware

Boosting Asset Integrity

and people - to prevent incidents and improve performance.“It’s about targeting not only infrastructure and equipment but also hearts and minds.“Through the application of Lean thinking, we have segregated our simple and complex integrity jobs and reduced administrative wastes and rework.”Khamis outlined several areas where this had been done, including:• The annual Letter of Assurance (LOA) is

signed by all the asset teams where all integrity issues are highlighted on visual boards. Every quarter, senior management reviews these integrity visual management boards, which have helped significantly in raising the attention and profile of the AI-PSM related issues faced by the assets. There is a yearly target in the company scorecard for completing corrective actions which gives the required urgency and priority to fix the integrity-related items

• Through the deployment of Leader Standard Work (LSW), PDO has embedded routines in all field staff activities and established AIPSM line of sight

• Standard Operating Procedures (SOPs) are guiding staff to carry out their jobs more effectively, consistently and safely

• Implementation of First Line Maintenance has improved facility ownership and enabled proactive management of integrity risks

• Streamlining the process of corrosion management and controls.

More than 100 delegates attended the three-day conference at the Grand Hyatt hotel from companies such as Shell, BP Occidental, Qatar Petroleum and Orpic. A number of vendors also showcased their products and new technologies.Leading PDO figures were prominent at the event, including Managing Director Raoul Restucci, Technical Director Amran Al Marhubi, Central Project Delivery Manager Shihab Al Barwani and Engineering Director Husam Al Jahdhami, underlining the importance attached to AIPSM.Fifteen PDO delegates participated in the event and representatives also presented three papers:• Maintenance & Integrity Team Leader

Andrew Bowes spoke on As-Built Drawing and Asset Register Verification and elaborated on PDO strategy for asset verification

• Head Material and Corrosion Pedro Rincon spoke on design challenges for materials selection in sour services

• And Maintenance Management Systems Lead Mark Gray outlined how PDO visualises cumulative risk via the Asset Integrity portal.

Khamis Al Busaidy address the 12th Annual Asset Integrity Summit


PDO News

Laughing And Leaning

“Naughty Monkey” is not a term you will find in many Lean manuals.However, during the Saih Nihayda gas cluster weekly Lean forum, it’s one that you will hear as team members enliven their sessions with both fact and fun.Cluster Leader Khamis Al Shammakhi explained: “The half-hour huddles provide a good connection between leadership and less experienced staff to get together, highlight issues and help them.“When someone comes with a problem, it is basically when they have a Naughty Monkey. So the team leader will then offer advice or give it to someone else to deal with.“It’s a combination of fun and problem solving, and keeping the tone business-like but friendly and informal helps to ensure as many are engaged as possible, so that we can conduct our business activities as efficiently and effectively as possible.”The cluster team began the new arrangement at the start of last year, replacing sub-team progress meetings with the one weekly gathering and saving up to four hours a week for each staff member.The team was also one of the first to use manual visual management boards for continuous improvement. These cover:• Well, Facilities and Reservoir Management.

This board consists of a number of features, including the seven-day plan, dealing with potential Naughty Monkeys such as production deferment and high-risk wells; field subsurface and surface issues in the field; and trial progress and updates

• Development Planning. This one deals with hydrocarbon maturation and features a field performance chart, activity calendar, well delivery pyramid and project pie charts

• And Continuous Improvement. This board includes new ideas, which are colour-coded green, yellow and red, depending on how quickly they can be implemented; cost and time savings; old ideas and escalated ideas; and any new problems which need to be dealt with.

The ideas cover a range of HSE and technical

issues, including one to use less plastic in the cluster under the banner of “Go Green To Get Our Globe Clean.”Staff wanting to recognise good performance or celebrate events, such as staff birthdays or work anniversaries, can also pop the name of a worthy colleague into an envelope, stuck to one of the boards. The personal touch is important, and the huddles also offer a chance for team members to chat to their leaders informally or even play games.

Khamis said: “It’s an open platform and there is a lot of ‘ice-breaking.’ We encourage people to raise their voice, speak their minds freely and participate; everybody can contribute, everybody can talk.“This way of working helps us on production, because we are more transparent about the challenges and opportunities, and we can take faster decisions because all the relevant people are involved. “If somebody is struggling, then they can raise it and ask for help. This is not about finding fault but about achieving the best outcome.”Some examples of how the new way of working has helped the Saih Nihayda cluster include: • Adopting a case-by-case approach to well

fencing, reducing, for example, the cost of fencing at SNN-77 from RO 33,000 to RO 11,000

• Halving the time it takes for well reviews by generating a standard template, summarising the complete set of data needed

• Production optimisation by using an

existing permanent test separator to deal with the problems raised by liquid loaded wells.

Khamis said: “Introducing Lean techniques has clearly demonstrated improvement in team capability in solving daily issues. The way whiteboards and the discussion are designed enables individuals, including young professionals, to share their challenges and their plans to recover and seek support through feedback during the weekly huddle. “For example, a field owner has to present their recovery plan for a subsurface deferment and will be accountable to update the team during the follow-up huddle. Then the need for follow-up and escalation is evaluated during that time if needed.”Reservoir Engineer Fathiya Al Hadhrami said: “People feel more involved when they can actually see and touch the boards, see what progress is being made and where the challenges are.

“We have created an environment where all feel free to contribute but it’s also a good opportunity to learn more and see what your colleagues are doing and how you might be able to help.“The boards are there as a permanent reminder of what needs to be done and are easily accessible to all. “It’s all about prioritising, proactively addressing challenges rather than just reacting, maximising productive time, minimising wasteful time and dealing with the Naughty Monkeys!”


PDO News

RHIP Safety BazaarStaff and contractors at Rabab Harweel have set up an interactive exhibition to embed safety at the integrated project.The RHIP Safety Bazaar features a collection of common tools and equipment on site displayed in pairs, “one good, one bad.”

Based on the principle of “show me, don’t tell me”, it is intended as a practical demonstration in hazard identification. It targets the whole 6,000-strong workforce, as well as visitors and vendors, to increase awareness by showing the items that are safe and unsafe to use.The bazaar is additional support to the currently

available at-site module of scaffolding platforms and the Dropped Object board which are all used to help raise awareness and improve hazards perceptionsThe display was inaugurated by the project team and the main on-plot contractor Consolidated Contractors Company (CCC).Rabab Harweel Integrated Project HSE Lead Fareed Al Hinai said: “The safety bazaar is different because, unlike conventional training methods where workers sit and listen to lectures in the training room, it presents an environment where trainees can actively interact with the objects making it more of a hands-on activity.”A tour of the bazaar is mandatory for all newly engaged personnel as part of the project site-specific HSE induction course and is similar to other practical trainings such as working at heights and dropped object awareness.Fareed said: “More practical safety trainings will be adopted as the project is manning up in order to achieve the objective of finishing the project safely, efficiently, on time, while attaining

our ultimate goal of going back home safely to our families.“The impact of the initiative will be to see safer behaviour and conditions as part of our daily work.“I would like to take this opportunity to thank our contractor management team on its extended support to make the project safe at all times, while resolving all minor challenges faced during the execution of the project.”Complete scaffolding platforms and a Dropped Object Awareness board have also been specially erected near the CCC training centre at the RHIP so newly engaged employees, guided by HSE trainers, will have first-hand experience in performing critical activities safely and efficiently.

Saih Nihayda Cluster Dimensions

The Saih Nihayda gas cluster covers 15 gas fields with a wide variation of reservoir properties and gas cluster compositions. It is currently producing around 25% of the total gas and condensate production in PDO’s Gas Directorate, with total gas production 22 million m3/d and 19,000 bpd of condensate. Production will ramp up to 30 million m3/d by 2020 and with condensate hitting 62,000 bpd.The cluster has 150 gas wells, including sour wells, with development activities focused on four production nodes: the Saih Nihayda and Burhaan area that are producing through SNGP facilities; Zauliyah, which recently started through the ZGP facility; the Rabab non-associated gas field producing through the Greater Birba facility via the Harweel main production station; and the Tayseer field which is currently producing through the Al Noor station. Besides the existing facility expansions, future developments will include the introduction of Ghafeer sour gas field in 2018, the Rabab gas recycling and development as part of the Rabab Harweel integrated project , and the expansion of the Burhaan West extension development in 2020.

Benefits Of SN Lean Huddles

• Board agenda and design done by individuals but based on mutual team needs

• Clear link between overall directorate KPIs, cluster targets and day-to-day discussions

• Forum for concerns, support and coaching, enhancing teamwork

• Full ownership of team members, even when leaders are not around

• Platform for younger team members to understand different aspects of the business and receive advice

• Enhance stakeholder involvement through involvement of key operation, drilling and surface facility personnel.


A Joyous Occasion

PDO has changed its international freight shipping strategy to unlock millions of dollars of hidden opportunity.International freight shipping costs represent 20-40% of the Company’s total logistics spend. Historically, PDO has favoured the use of popular contracting terms called Delivered Duty Paid (DDP). This is an International shipping strategy that combines the cost of shipping with the cost of goods, and places full responsibility on the supplier to deliver to an agreed final location. However, as a result of this bundling practice, there was little opportunity to review the cost of delivery on this significant part of PDO’s logistics bill. To see if this situation could be improved, PDO Category Management specialists led a multi-disciplinary team of Contracting and Procurement (C&P) and Logistics staff to review historical costs, as well as the cost structures of other shipping strategies. And they were staggered by the results.Category Manager Rasha Hussein said: “Key to the savings was unbundling logistics costs from bidder costs, so they could be commercially

evaluated and leveraged. The different shipping options were published in a February 2017 guideline, giving PDO the ability to select fit-for-purpose shipping strategies on a project-by-project basis.” C&P Project Procurement Assets Team Lead Stephen Hak, who was custodian of the initial trial, said: “I had to believe in what the team told me and support them in

discussions with my supplier to unbundle their price and let us control the shipment. This was a real challenge, particularly with a new concept” In less than a year, over US$2 million has been saved through reviewing the transportation costs of various contracts and projects. For example, US$200,000 was saved on a single spare motor shipment from Europe to Qarn Alam for the first phases of the Saih Rawl and Saih Nihayda depletion compression projects.C&P Head of Services Mohammed Bulushi said: “We started our journey on leveraging freight forwarding across PDO and we are on the right track. We are working collaboratively with our Logistics colleagues and services provider to manage the entire freight forwarding chain and bring more cost savings to PDO.”

Logistics Manager Sulaiman Al Shaqsi added: “This improvement was high our initiatives list for PDO Logistics. We were keen to ensure a seamless transition to maximise cost savings at zero risk to business”The new freight forwarding approach was also implemented by GlassPoint Solar, PDO’s partner on the Miraah solar project.Amal Steam Projects C&P Lead Mohammed Al Qadri said “Negotiating with logistics contractor Bahwan Exel, rather than competitive tendering after attending a road show for these services, has achieved more than US$1 million savings since June 2016 for the delivery of over 600 containers.”

Well Engineering Contracts Manager Salman Al Maimani said: “Improving control brings a wealth of benefits that can help PDO better decide where and how to route and consolidate inbound shipments for real savings. Logistics management has an even greater impact on the bottom line.”Logistics Contract Holder Said Raqadi said: “Our first priority is to ensure that we maintain an uninterrupted flow to our supply chain.”The team is continuing to expand this enhanced initiative, and substantial future benefits and savings are anticipated.

Happiness combined with tradition at the official opening of the Public Majlis of Hamra Adduru’a which was backed by PDO’s Social Investment programme.Local dignitaries and schoolchildren attended the inauguration of the building which was attended by Managing Director Raoul Restucci in the presence of the Deputy Wali of Ibri in Hamra Adduru’a, Sheikh Hamad Bin Sultan Al Busaidi.The building was funded by PDO in an effort to provide a safe and suitable community gathering space for over 1,500 people from Hamra Adduru’a and the surrounding communities of Wadi Aswad. It consists of a large public space and storage and kitchen facilities to be used for social celebrations and gatherings.Raoul, who was guest of honour at the opening ceremony, which was attended by government officials, sheikhs and residents, said: “I am

PDO News

Supply Chain Savings

proud to inaugurate the Public Majlis of Hamra Adduru’a in the presence of such leading local dignitaries, including the Deputy Wali.“This building will serve as a vital social hub and complements other sustainable development amenities we have supported in this area. These projects are a testimony of the friendship and support we extend not only to the community of Hamra Adduru’a but others all over Oman,

both in our concession area and beyond. We only succeed if they do.” Local dignitary Sheikh Hamad bin Matar Al Durie said: “I thank PDO for its continuous support to the people of Hamra Adduru’a with these different projects, which also include a veterinary clinic and camel race track, and I especially thank Mr Raoul Restucci for attending this ceremony.”The celebrations were attended by a number of prominent community figures and over 60 local people, in addition to students from Hamra Adduru’a School for Primary Education who read poetry and gave a traditional dance performance.PDO has been actively supporting local communities for decades and is currently developing a number of infrastructure projects in partnership with the Ministries of Education, Health and Agriculture and Fisheries to provide communities with better access to important services and amenities.


PDO News

Scaffolding Support

A new PDO-backed factory specialising in providing scaffolding products and services to Omani industry has been officially opened in Sohar under the auspices of His Excellency Dr Mohamed Al Rumhy, the Minister of Oil and Gas.Triangle Engineering LLC will supply the Sultanate’s oil and gas and construction sectors and act as a hub for training and developing Omanis in the scaffolding trade.The manufacture of scaffolding materials and the

provision of professional scaffolding services was one of the opportunities identified in the In-Country Value (ICV) Oil and Gas industry Blueprint Strategy unveiled in 2013. It is one of a large number of industry opportunities that PDO has been leading in recent years.Under the guidance of His Excellency Dr Ali bin Masoud Al Sunaidi, Minister of Commerce and Industry, and in close co-operation with the Tanfeedh delivery unit. Similar joint efforts are also

in place to realise a number of other manufacturing opportunities for flanges and valves.External Affairs and Value Creation Director Abdul-Amir Al Ajmi said “PDO is determined to support Tanfeedh and the implementation of the ICV Blueprint Strategy to diversify the economy and ensure more of the wealth of the oil and gas industry is retained in Oman.“With our partners in Government, other operators and private enterprise, we are identifying areas of high-industry demand but with low Omani employee numbers, and scaffolding is one of those areas that offers great potential for future growth and employment.”PDO has supported Triangle Engineering by hiring Simian Risk Group, a world-renowned scaffolding training, health and safety consultancy, to audit and close any competence gaps.External Affairs and Communication Manager Suleiman Al Mantheri along with other senior Company executives attended the official opening ceremony in Sohar.

Triangle Engineering will become the second Omani scaffolding factory to serve the national economy. The first to open was the Nafal Contracting and Trading Company LLC facility which is also based on the Sohar Industrial Estate.Abdul-Amir, who is responsible for PDO’s ICV programme, said: “This is all about developing Omani capability and capacity in a key sector so we shorten the supply chain with local vendors and businesses serving our national economy safely, competitively and reliably.”

Scaffolding was identified as one of the opportunities in the In-Country Value blueprint to develop local capabilities and a sustainable business for Omani firms.

The opportunity consists of three aspects: the manufacture of scaffolding materials in Oman; provision of scaffolding services by Omani companies; and development and employment of Omanis in the industry. With regard to the development of Omani scaffolders, PDO, through its National Objectives programme, will provide training through the internationally recognised Construction Industry Scaffolders Record Scheme (CISRS) through

certified training institutes.The Company hopes Omani firms can provide 50% of scaffolding services by 2019, at competitive prices and to a high quality.Scaffolding was one of the opportunities PDO presented to the Tanfeedh programme on enhancing economic diversification last year. In 2015, Oman imported scaffolding worth US$50 million, with the oil and gas industry procuring around 25% of the total demand. The Tanfeedh manufacturing lab, which was chaired by In-Country Value and

PDO-Backed Scaffolding Factory Opens In Sohar

Strategy Planning Lead Sulaiman Al Ruqaishi, worked closely with two potential investors - Triangle Engineering and Muscat International Resources - to develop a detailed implementation plan.This identified areas of support the investors required including permits, certifications, land allocation, utilities extension, raw materials, machinery and corporate tax waivers. The investors are now part of a regular Tanfeedh tracking programme where progress is measured and implementation is fast-tracked. The aim is for scaffolding to service both the oil and gas sector and beyond.

13

PDO People

PastMastersMemories of past years were rekindled as around 500 PDO pensioners gathered at events across Oman in the Company’s 50/80 anniversary year.The retirees at Muscat, Fahud and Marmul were updated on PDO news by Managing Director Raoul Restucci and External Affairs and Value Creation Director Abdul-Amir Al Ajmi.And they were reminded of, and thanked for, their past achievements in laying the foundations for PDO’s ongoing success.Old friends and colleagues made the most of the opportunity to catch up and discuss topics of interest, including how they could still put their expertise and experience at the service of the Company.Raoul said: “This is a special year for PDO, in that it marks the 80th anniversary of the inception of the Company and 50 years since the first export of Omani oil from Mina Al Fahal. I’m not so sure there are many of you here today who were around for the first event but for those of you can remember that historic event in 1967, heartfelt congratulations!“Our PDO pensioner family has grown by nearly 30% since 2012 and there are now 2,019 retirees who have all contributed in their own way to making PDO what it is today – and I know who all have a keen interest in what is happening currently and what we plan for the future.”Raoul outlined a string of achievements in 2016, including combined oil, gas and condensate production of 1.293 million barrels of oil equivalent per day, and gave an insight into the future with the industry moving towards automation, digitisation and data analytics.He also drew a strong round of applause when he revealed that the World Bank wanted PDO to help lead the initiative on zero routine flaring by 2030.Raoul spelt out some of the key benefits for PDO pensioners, including:• A 2% increase to monthly pension salaries for retirees registered

prior to 1 January 2014• The Al Yusr loan facility which has been used by 770 pensioners • The new PDO clinic at Mina Al Fahal• And the new user-friendly pensioner website, with contact details,

information and functionality to download important documents.He also called on more people to set up a Pensioners’ Committee and sign up for the Baader volunteering scheme to help a wide range of charities, professional bodies, governmental and non-governmental organisations, SMEs and educational institutions.Raoul said: “PDO is determined to provide you with the best care and services bar none but we also look for your wisdom and experience and ongoing support. We are here to listen to you as to how we can improve our provision for pensioners going forward but also how we can progress more broadly as a Company. This is a great partnership and we need to ensure we maximise it to the full.”Former Head of Medical Laboratory Ali Al Mandhry thanked Raoul for his contribution to the business and support of the pensioner community, saying: “We are part of the family.”

Al Fahal | July/August 2017

13

المحـاربـون القـدامى

موظفونا

الذكريات شريط الشركة من المتقاعدين الموّظفين من 005 من أكثر استعاد الجميلة أليام وجودهم في أروقتها وحقولها تزامًنا مع احتفالنا بمرور )05( عاًما

على تصدير أول شحنة من خام النفط الُعماني والذكرى )08( لتأسيس الشركة.

العجمي، عبداألمير والمهندس العام، المدير ريستوشي، راؤول من كٌل م وقدَّالمدير التنفيذي للشؤون الخارجية والقيمة المضافة، نبذًة للمتقاعدين عن أهم أقيمت التي المتقاعدين مع العام هذا لقاءات في وذلك الشركة، مستجدات في مسقط وفهود ومرمول؛ معيدْين إليهم ذكريات إنجازاتهم، وشاكرْين لهم

مساهمتهم في إرساء األسس للنجاح الذي ال تزال تشهده الشركة.

ومناقشة الحديث أطراف لتجاذب الماضي لزمالء الفرصة اللقاءات هذه وأتاحت الكيفية التي يمكنهم من خاللها وضع خبراتهم وتجاربهم في خدمة الشركة.

وحول هذا اللقاء قال راؤول: “هذا العام له ميزة خاصة بالنسبة لنا في الشركة؛ أول )05( عاًما على تصدير الشركة ومرور لتأسيس )08( بالذكرى إذ نحتفل فيه شحنة من خام النفط الُعماني من ميناء الفحل. وال أدري من منكم حضر االحتفال بتصدير أول شحنة ولكني متأّكد أّنكم تتذكرون ذلك الحدث التاريخي في عام

7691. فتهانينا القلبية لكم جميعًا بهذه المناسبة!”

عام منذ %03 بحوالي المتقاعدين الموظفين نسبة “ارتفعت قائاًل: راؤول وأردف 2102م، إذ يصل عددهم اليوم إلى 9102 موظًفا ساهموا جميعهم في مسيرة نجاح الشركة، وإني على يقين أّنهم حريصون على معرفة أهم مستجدات الشركة وما

نخطط له في المستقبل.”

وتطرق راؤول للحديث عن سلسلة من اإلنجازات التي حققتها الشركة خالل عام 6102م من ضمنها وصول إجمالي إنتاج النفط والغاز والمكثفات إلى 392.1 مليون برميل من مكافئ النفط يومًيا. كما تطرق للحديث عن الخطط المستقبلية في

ظل انتقال القطاع إلى االعتماد على األتمتة والرقمنة وتحليل البيانات.

ح بأّن البنك الّدولي رغب في طلب ق الحضور لراؤول تصفيًقا حاًرا حين صرَّ وصفَّإلى للغاز الروتيني الحرق من بالحد المعنية مبادرته لقيادة الشركة مساعدة

“الصفر” بحلول عام 0302.

كما تحدث راؤول عن أهم المزايا التي أقّرتها الشركة للموّظفين المتقاعدين بما في ذلك:

• زيادة بنسبة 2% في الراتب التقاعدي للموظفين المتقاعدين قبل 1 يناير 4102.

• قرض الُيسر الذي استفاد منه 077 متقاعًدا.

• عيادة الشركة الجديدة في ميناء الفحل.

• موقع إلكتروني جديد للمتقاعدين يتسم بسهولة االستخدام، ويحتوي على تحميل خاصية عن فضاًل للمتقاعدين، مهمة ومعلومات التواصل بيانات

الوثائق المهمة.

في والمشاركة المتقاعدين” “لجنة تشكيل إلى المتقاعدين راؤول ودعى للجمعيات المقدمة المساعدات دائرة لتوسيع وذلك “بادر” التطوعية المبادرة الخيرية والجمعيات المهنية والمنظمات الحكومية وغير الحكومية والمؤسسات

الصغيرة والمتوسطة والمؤسسات التعليمية.

واستطرد قائاًل: “إن الشركة مصممة على تقديم أعلى مستويات الرعاية والخدمات لحكمتكم حاجة في ذاته الوقت في ولكننا استثناء، دون منكم واحد لكل كيف منكم ولنعرف إليكم لنستمع هنا ونحن المستمر. ودعمكم وخبراتكم عمومًا الشركة نطّور وكيف للمتقاعدين، المقدمة الخدمات تحسين يمكننا للمضي بها قدًما؛ وإنها لشراكة مثمرة ينبغي علينا أن نعمل على االستفادة

منها قدر المستطاع.”

بالشركة، الطبية للمختبرات السابق الرئيس المنذري، علي المتقاعد وشكر راؤول على مساهمته في نجاح الشركة ودعمه للمتقاعدين قائاًل: “نحن جزٌء من

أسرة الشركة”.

الـفـحـل | يوليو/أغسطس 2017

role model - pdo doc... · 2017-08-08 · future at pdo, ... you achieved you’re such an enabler...

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